strategic plan 2023 - port of corpus christi...strategic plan 2023 at a glance a good strategic plan...
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Strategic Plan 2023
Table of Contents
Message to the Community
Port at a Glance
Strategic Plan 2023 at a Glance
The Port’s Strategic Planning Process
Strategic Goals + S.M.A.R.T. Objectives
Goal 1 :: Foster Strategic Growth
Goal 2 :: Be a Good Business + Community Partner
Goal 3 :: Provide Facilities + Services to Meet Customer Needs
Goal 4 :: Be an Environmental Leader
Goal 5 :: Fund Our Vision
Goal 6 :: Cultivate the Workforce + Tools of the Future
The Decade Ahead
Appendix 1 :: Summary of Past Initiatives
2014 S.W.O.T. Analysis
2014 Strategic Plan Implementation
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7
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20
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29
31
32
Message to the Community
The development of domestic shale plays amounts to nothing short of an energy
renaissance in the United States. Texas has raced into the pole position among
energy producing states, and the Port of Corpus Christi Authority (Port) has emerged
as the number one crude export terminal in the country. The energy flowing through
our gateway is moving the needle on national Gross Domestic Product as well as on
the international balance of trade.
With roughly three million barrels per day of new crude headed to Corpus Christi in
the next three years, we’ve risen to the occasion, initiating plans to construct new
crude export facilities that will accommodate a larger, more efficient global vessel
fleet. In the three years since 2015, we’ve initiated or completed capital projects and
acquisitions totaling over $366M, which is more capital investment than we made
over the prior 23 years.
This rapid growth is also reflected in Port staff, which has also grown by 20% in the
last five years. In 2018, we established our first ever Planning Department to help
guide us through strategic decisions about growth and to expand the ways in
which we engage across our community. World-class talent requires world-class
facilities, and the Port has undertaken design of a new administrative building
that will help catalyze investment in the City’s downtown SEA District. The
completion of that landmark will coincide with the completion of the region’s new
Harbor Bridge, which will be the longest cable stayed bridge in the country,
forever changing our skyline and allowing larger vessels to enter the Port’s Inner
Harbor.
After 20 years, Phase I of the Port’s Channel Improvement Project was
included in the US Army Corps of Engineers Work Plan and in the President’s
2019 federal budget, allowing us to begin dredging in the second quarter of
2019. When complete, the deeper, wider Corpus Christi Ship Channel will be
the deepest on the Gulf Coast at 54’ and will afford enhanced operational
efficiency and safety.
To support the growth on the horizon, the Port has been an active partner to
local jurisdictions in developing a drought-resistant, uninterruptable water
supply. In pursuing state permits for desalination facilities to serve the broader
community, the Port has conducted an exhaustive review of technological best
practices and has engaged the local academic community in new ways. This
commitment to incorporating best available environmental science from local
academic partners will be a cornerstone of the Port’s business model as we
continue to leverage commerce to drive prosperity for our community, our
region, and our country.
Yours,
Charles W. Zahn, Jr. Chairman - Port Commission
5
Me
ssa
ge
to th
e C
om
mu
nity
6
Fig
ure
1: T
hro
ugh
pu
t to D
ep
th O
ve
r Tim
e
Year
Channel Depth
(Mil
lio
n S
ho
rt T
on
s)
(Fee
t, M
LLW
)
Figure 1: Port of Corpus Christi Throughput to Depth Over Time
-80
-60
-40
-20
0
20
40
60
80
100
120
140
19
10
19
15
19
20
19
25
19
30
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35
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40
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45
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80
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85
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90
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95
20
00
20
05
20
10
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15
20
20
20
25
*Projection
Channel Depth
*
Throughput
-54
Port at a Glance
7
The Port of Corpus Christi Authority is a navigational district and political
subdivision of the State of Texas.
Mission Leverage commerce to drive prosperity
Vision Be the energy Port of the Americas
Governance Port Commission of seven appointed commissioners
representing three political jurisdictions:
Top energy export port in the country
Top four largest ports in the country by tonnage
~6,500 vessels moved in 2018
28,441 acres of land managed (10,379 upland, 18,062 submerged)
Generates $20B in economic activity for Texas
Generates $150B in economic activity in the US
Port + associated activity account for ~35% of jobs in Corpus Christi
metro area
Our 5 Environmental Precepts
AIR QUALITY
WATER QUALITY
SOILS & SEDIMENT
WILDLIFE HABITAT
ENVIRONMENTAL SUSTAINABILITY
San Patricio County
Nueces County
Corpus Christi
Po
rt at a
Gla
nce
Strategic Plan 2023 at a Glance
A good strategic plan is a workhorse, a management tool that is referenced too
often to make it to the bookshelf and reaches the end of its useful life dogeared
and annotated. A strategic plan must have an eye to the horizon and embody
the organization’s ultimate vision, but a strategic plan is not a long-range plan. It
is rather an iterative, three- to five-year action plan that defines specific
objectives as progressive steps toward high-level organizational goals and
overarching mission.
The Port of Corpus Christi’s Strategic Plan 2023 marks a commitment to a new
way of doing business. The objectives defined herein—each of them specific,
measurable, achievable, relevant, and time-bound (S.M.A.R.T.)—reflect cross-
departmental priorities for enhancing Port operations (Table 1).
These objectives support six overarching goals, which are the product of a
collaborative visioning exercise involving diverse stakeholders. These six
strategic goals define the Port’s core priorities, and they should be as relevant in
fifty years as they are today.
When the Port’s strategic plan is revisited in 2023, and roughly every three
years thereafter, the objectives will be updated or replaced to reflect evolving
performance targets and strategies for making incremental progress toward the
Port’s strategic goals.
9
Stra
tegic
Pla
n 2
02
3 a
t a G
lan
ce
Table 1 :: Strategic Goals + S.M.A.R.T. Objectives
10
Stra
tegic
Pla
n 2
02
3 a
t a G
lan
ce
Goals # Objectives Lead Target End
Foster Strategic Growth
1 Develop decision support tool to systematically evaluate business development opportunities Planning Q4 2019
2 Develop standard lease language/template that includes clear terms and standards for maintenance of Port-owned assets Real Estate Q2 2020
3 Develop standard language/template for user agreements for public docks Real Estate Q2 2020
4 Implement Customer Relationship Management (CRM) database Commercial Q2 2020
5 Develop decision support tool for determining highest and best use of Port-owned property Planning Q2 2020
6 Develop decision support tool for prioritizing strategic property acquisition Planning Q2 2020
7 Co-sponsor a Ports and Waterways Safety Assessment (PAWSA) to evaluate feasibility of establishing a designated marine exchange Harbor Master Q2 2020
8 Update Property Planning Guide to inform land use decisions Planning Q2 2021
9 Develop multi-year plan to acquire and protect property Real Estate Q2 2021
10 Implement operational changes per Port Optimization Committee recommendations to increase total cargo moved across all public docks each year relative to prior year
Harbor Master + CEO Recurring
Be a Good Business + Community
Partner
1 Adopt Regional Mutual Aid Agreement Port Security Q3 2019
2 Develop new (internal) Emergency Action Plan Emergency Mgmt. Q3 2019
3 Develop master database for managing stakeholder engagements Community Relations Q4 2019
4 Develop master database for managing engagements with Government Affairs stakeholders Government Affairs Q4 2019
5 Develop working plan and budget for expenditure of Promotion and Development funds Communication Q1 2020
6 Develop Stakeholder Engagement Checklist for use in project scoping / implementation Communication Q2 2020
7 Implement protocol for managing/responding to/tracking stakeholder inquiries (including social media) Community Relations Q2 2020
8 Develop STEM-based educational module(s) about PCCA targeting school-aged audiences (but applicable for multiple audiences) Communications Q2 2020
9 Develop PCCA Style Guide Part 1 to help standardize all PCCA branding Community Relations Q2 2020
10 Establish Port Ambassador Program Community Relations Q2 2020
11 Conduct SWOT analysis/charrette (customers + security + shippers) to define safety priorities and right-size procedures for accessing secure locations
Planning Q2 2020
12 Develop all-hazards (internal/external) Emergency Management Plan Emergency Mgmt. Q4 2020
1 Develop a protocol for assessing dock utilization relative to capacity Planning Q4 2019
Provide Facilities + Services to Meet
Customer Needs
2 Conduct economic analysis of potential beneficial use alternatives for new dredge material Planning Q2 2020
3 Develop capital infrastructure planning decision support tool Planning Q2 2020
4 Update design standards and guidelines for infrastructure Engineering Q2 2020
5 Update Project Management Manual Engineering Q2 2020
6 Update 2012 Rail Capital Plan Planning Q2 2020
7 Establish protocol for facility audits of marine assets (Phase I) to inform asset management/capital maintenance planning Operations Q2 2020 8 Evaluate alternatives and define actionable strategy for developing additional dredge material placement capacity along north side of
Inner Harbor Engineering Q4 2020
9 Evaluate alternatives and define actionable strategy for developing additional dredge material placement capacity to serve Outer Harbor (including La Quinta Channel reach)
Engineering Q4 2020
10 Develop comprehensive, regional/collaborative Rail Master Plan Planning Q4 2020
11 Implement Phase I (marine assets + Bulk Terminal + vehicle and equipment fleets) of an Asset Management System Operations Q2 2021
12 Update Bulk Terminal Master Plan to include Asset Management Planning + B. T. Q2 2021
11
Stra
tegic
Pla
n 2
02
3 a
t a G
lan
ce
Be an Environmental
Leader
1 Establish a Port Scientific Advisory Committee to enhance integration of best available science from local practitioners in planning and development decisions
Planning Q4 2019
2 Update Environmental Standards to specify that all new terminals constructed after 2019 will be Green Marine certified Environmental Q4 2019
3 Develop/initiate a Clean Fleet (administrative + field vehicles) Conversion Program Environmental Q4 2019
4 Develop/initiate a Clean Equipment Conversion Program Environmental Q4 2020
5 Develop a decision support tool to 1. identify and 2. prioritize habitat restoration and/or creation projects Planning Q2 2021
6 Facilitate creation of the state's first marine park (or equivalent designation) Planning Q2 2022
7 Achieve highest level of Green Marine Certification in five (Greenhouse Gases and Air Pollutants; Spill Prevention; Dry Bulk Handling & Storage; Community Impacts; Waste Mgmt.) of seven program areas
Environmental Q3 2022
8 Establish minimum of one new standard port-wide (including users) on at least two environmental precepts per year Environmental Recurring
9 Each year for next five years, implement at least one new (relative to 2018 baseline) water quality treatment Best Management Practice in 10% of stormwater sub-basins on PCCA property (per Stormwater Master Plan)
Environmental Recurring
10 Uphold policy of purchasing electricity from 100% renewable sources Environmental Recurring
11 Uphold ISO 140001 certification for PCCA's Environmental Management System Environmental Recurring
1 Procure Enterprise Resource Planning (ERP) System Information Technology Q4 2019
Fund Our Vision
2 Develop a protocol for calculating revenue per commodity by acre Planning Q4 2019
3 Implement mechanism(s) to begin tracking non-water borne freight (pipe, truck, rail) to expand revenue capture Finance Q4 2019
4 Create decision support tool to systematically evaluate grant opportunities, including a process and schedule pro forma to guide management of application process
Planning Q2 2020
5 Implement organization-wide, centralized document control and storage policy/protocol Records Mgmt. Q2 2020
6 Develop process for capturing operational risk, including integrating it into existing Risk Matrix and associated Heat Map Risk Mgmt. Q2 2020
7 Implement all modules within Enterprise Resource Planning (ERP) system Information Technology Q4 2021
8 Impose structure on existing self-insurance program to include actuarial-based budget that informs organizational budgeting process and includes case reserves for litigation
Risk Mgmt. Q2 2022
Cultivate the Workforce + Tools of the
Future
1 Procure Talent Management System (TMS) software Human Resources Q4 2019
2 Complete assessment of needs and opportunities for potential UAS applications in Port operations Planning Q4 2019
3 Update Port’s GIS Server (hardware + software) Planning Q2 2020
4 Integrate geospatial analyses to enhance departmental workflow in Real Estate, Engineering, and Environmental CEO + Legal Q2 2020
5 Update training program (content + schedule) for recurring training of Port Commission Human Resources Q2 2020
6 Develop template and codification protocol for establishing new organization-wide policy Planning Q2 2020
7 Update full suite of Human Resources policies Human Resources Q2 2021
8 Achieve 45001 accreditation for occupational health and safety Safety Q2 2022
9 Implement all modules within Talent Management System (TMS) Human Resources Q2 2022
10 Within 12 months of acquisition of a given module in TMS, develop procedures and implement training for that module for all stakeholders Human Resources Q2 2022
Goals # Objectives Lead Target End
The Port’s Strategic Planning Process
In that Strategic Plan 2023 updates the Port’s previous strategic plan, the planning
team began by reviewing each of the objectives and associated outputs in the 2014
plan to determine which were complete and which should be carried forward with
updated performance targets.
While a lead department was ultimately defined for each objective, the vetting and
updating of objectives was a collaborative, inter-departmental process. Where the
2014 strategic plan was prescriptive about the tasks required to accomplish each of
the objectives defined therein, Strategic Plan 2023 defers detailed decisions about
execution to the department-level staff who helped craft—and are thus fundamentally
invested in—the S.M.A.R.T. objectives in the plan.
The objectives defined in this strategic plan are intended to optimize operations at
the Port, so actually defining how operational decisions are made is a critical first
step. To that end, the planning team met with individual departments to identify what
tools are central to their work. The planning team sought to understand how these
tools are used, and in particular, how they relate to each other. The planning team
used data visualization software to map these connections and to create a diagram
of work flow at the Port (Figure 3).
…
Each circle in Figure 3 represents a discrete tool used at the department level.
These tools are grouped into columns according to which of the Port’s six
strategic goals they support most directly. Likewise, the tools are clustered into
four horizontal tiers: high-level management systems are in the highest tier and
foundational operating protocols, such as daily checklists and audit forms, are in
the bottom tier. Master plans and decision support tools comprise the middle
two tiers. As depicted in the diagram, all work at the Port falls under the
umbrella of the Port’s SEA PORT Values and five Environmental Precepts.
The process flow diagram helps identify opportunities for improving Port
operations. Gaps suggest a possible need to develop new tools in a given tier;
a heavy cluster of dots or confluence of connections may indicate redundancy in
scope or function of plans or tools. Any such opportunity for process
improvement is potential fodder for S.M.A.R.T. objectives in the Strategic Plan.
12
Stra
tegic
Pla
nn
ing P
roce
ss
13
Fig
ure
3: P
ort W
ork
Flo
w D
iag
ram
Figure 3: Port Work Flow
Strategic Goals + S.M.A.R.T. Objectives
The Port’s strategic goals define the Port’s core priorities. They are
fundamental to the Port’s mission and should remain relevant indefinitely. The
objectives identified in the Port’s Strategic Plan 2023 directly support the
strategic goals by focusing staff time and resources on those core priorities.
These S.M.A.R.T. (specific, measurable, achievable, relevant, and time-bound)
objectives are updated or replaced with each new iteration of the organization’s
Strategic Plan to reflect evolving performance targets and strategies for making
incremental progress toward the Port’s strategic goals.
The objectives in Strategic Plan 2023 are inherently interdisciplinary; fully
realizing them will, by design, necessitate collaboration and creativity.
15
Stra
tegic
Goals
+ S
.M.A
.R.T
. Obje
ctiv
es
Strategic Goal 1 ::
Foster Strategic Growth
16
Fo
ste
r Stra
tegic
Gro
wth
“The decision to create a dedicated planning department at the Port of Corpus Christi after 92 years illustrates that Port
leaders are committed to growth by design. Our port is endowed with tremendous natural assets, and it’s incumbent on us to
make careful, data-driven decisions about how we make the most of them for the good of our community.”
Jeffrey Pollack, AICP ENV SP, Director of Planning
Objectives Lead 2019 2020 2021 2022
Foster Strategic Growth
1 Develop decision support tool to systematically evaluate commercial opportunities
Planning
2 Develop standard lease language + template that includes clear terms and standards for maintenance of Port-owned assets
Real Estate
3 Develop standard language + template for user agreements for public docks Real Estate
4 Implement Customer Relationship Management (CRM) database Commercial
5 Develop decision support tool for determining highest and best use of Port-owned property
Planning
6 Develop decision support tool for prioritizing strategic property acquisition Planning
7 Co-sponsor a Ports and Waterways Safety Assessment (PAWSA) to evaluate feasibility of establishing a designated marine exchange
Harbor Master
8 Update Property Planning Guide to inform land use decisions Planning
9 Develop multi-year plan to acquire and protect property Real Estate
10 Implement operational changes per Port Optimization Committee recommendations to increase total annual cargo moved across all public docks each year relative to prior year
Harbor Master + CEO
17
Fo
ste
r Stra
tegic
Gro
wth
Strategic Goal 2 ::
Be a Good Business + Community Partner
18 “Productive partnerships are the lifeblood of our business at the Port of Corpus Christi, and we understand that transparency,
consistency, and good communication are the cornerstones of those relationships. In the face of tremendous growth, we’ve
invested heavily in new staff and new tools to help the Port be an ever better partner to our customers and neighbors.”
Omar Garcia, Chief External Affairs Officer
Be
a G
oo
d B
usin
ess +
Com
mu
nity
Pa
rtne
r
Objectives Lead 2019 2020 2021 2022
Be a Good Business + Community
Partner
Adopt Regional Mutual Aid Agreement Port Security 1
Develop new (internal) Emergency Action Plan Emergency
Management 2
Develop master database for managing stakeholder engagements Community Relations
3
4 Develop master database for managing engagements with government affairs stakeholders
Government Affairs
5 Develop working plan and budget for expenditure of Promotion + Development funds
Community Relations
6 Develop Stakeholder Engagement Checklist for use in scoping + implementation Community Relations
Implement protocol for managing/responding to/tracking stakeholder inquiries (including social media)
Communication 7
Develop STEM-based educational module(s) about PCCA targeting school-aged audiences (but applicable for multiple audiences)
Communication 8
Develop PCCA Style Guide Part 1 to help standardize all PCCA branding Communication 9
Establish Port Ambassador Program Community Relations
10
Conduct SWOT analysis/charrette (customers + security + shippers) to define safety priorities and right-size procedures for accessing locations
Planning 11
Develop all-hazards (internal + external) Emergency Management Plan Emergency
Management 12
19
Be
a G
oo
d B
usin
ess +
Com
mu
nity
Pa
rtne
r
Strategic Goal 3 ::
Provide Facilities + Services to Meet Customer Needs
20 “The Port of Corpus Christi is an international gateway. Our engineering, operations, and environmental staffs design, permit
and manage the channel, docks, laydown yards, and other infrastructure to meet the changing needs of world-scale
customers. Our goal is to have world-class infrastructure to support that global commerce.”
Clark Robertson, Chief Operating Officer
Pro
vid
e F
acilitie
s +
Se
rvic
es T
o M
ee
t Custo
me
r Ne
ed
s
Objectives Lead 2019 2020 2021 2022
Provide Facilities + Services to Meet
Customer Needs
1 Develop a protocol for assessing dock utilization relative to capacity Planning
2 Conduct economic analysis of potential beneficial use alternatives for dredge material Planning
3 Develop capital infrastructure planning decision support tool Planning
4 Update design standards and guidelines for infrastructure Engineering
5 Update Project Management Manual Engineering
6 Update 2012 Rail Capital Plan Planning
7 Establish protocol for facility audits of marine assets (Phase I) to inform asset management + capital maintenance planning
Operations
8 Evaluate alternatives and define actionable strategy for developing additional dredge material placement capacity along north side of Inner Harbor
Engineering
9 Evaluate alternatives and define actionable strategy for developing additional dredge material placement capacity to serve Outer Harbor (including La Quinta Channel reach)
Engineering
10 Develop comprehensive, regional/collaborative Rail Master Plan Planning
11 Implement Phase I (marine assets + Bulk Terminal + vehicle and equipment fleets) of an Asset Management System
Operations
12 Update Bulk Terminal Master Plan to include Asset Management Planning +
Bulk Terminal
21
Pro
vid
e F
acilitie
s +
Se
rvic
es T
o M
ee
t Custo
me
r Ne
ed
s
Strategic Goal 4 ::
Be an Environmental Leader
22
Be
An
En
viro
nm
en
tal L
ea
de
r
“At the Port of Corpus Christi, environmental leadership is setting standards that are based on the highest benchmarks not
just in the maritime industry, but across all industry sectors.”
Sarah Garza, Director of Environmental Planning and Policy
23
Be
An
En
viro
nm
en
tal L
ea
de
r
Objectives Lead 2019 2020 2021 2022
Be an Environmental
Leader
1 Establish a Port Scientific Advisory Committee to enhance integration of best available science from local practitioners in planning and development decisions
Planning
2 Update Environmental Standards to specify that all terminals constructed after 2019 will be Green Marine certified
Environmental
3 Develop/initiate a Clean Fleet (administrative + field vehicles) Conversion Program Environmental
Develop/initiate a Clean Equipment Conversion Program Environmental
5 Develop a decision support tool to 1. identify + 2. prioritize habitat restoration and/or creation projects
Planning
Facilitate creation of the state's first marine park (or equivalent designation) Planning
Achieve highest level of Green Marine Certification in five (Greenhouse Gases and Air Pollutants; Spill Prevention; Dry Bulk Handling & Storage; Community Impacts; Waste Mgmt.) of seven program areas
Environmental
Establish minimum of one new standard port-wide (including users) on at least two environmental precepts per year
Environmental
Each year for next five years, implement at least one new (relative to 2018 baseline) water quality treatment Best Management Practice in 10% of stormwater sub-basins on PCCA property (per Stormwater Master Plan)
Environmental
Uphold policy of electricity purchasing from 100% renewable sources Environmental
11 Uphold ISO140001 certification for PCCA's Environmental Management System
Environmental
4
6
7
10
8
9
Strategic Goal 5 ::
Fund Our Vision
24
Fu
nd
Ou
r Vis
ion
“Here at the Port of Corpus Christi, we’re proud that in nearly a century of operations, we’ve never exercised our taxing
authority for operations and maintenance. It’s a testament to a long history of strong leadership and sound fiscal planning.”
Kent Britton, CPA, Chief Financial Officer
Objectives Lead 2019 2020 2021 2022
Fund Our
Vision
1 Procure Enterprise Resource Planning (ERP) System Information Technology
2 Develop a protocol for calculating revenue per commodity by acre Planning
3 Implement mechanism(s) to begin tracking non-water borne freight (pipe, truck, rail) to expand —revenue capture
Finance
4 Create decision support tool to systematically evaluate grant opportunities, including a process —and schedule pro forma to guide management of application process
Planning
5 Implement organization-wide, centralized document control and storage policy/protocol Records
Management
6 Develop process for capturing operational risk, including integrating it into existing Risk Matrix—and associated Heat Map
Risk Management
7 Implement all modules within Enterprise Resource Planning (ERP) system Information Technology
8 Impose structure on existing self-insurance program to include an actuarial-based budget that —informs organizational budgeting process and includes case reserves for litigation
Risk Management
25
Fu
nd
Ou
r Vis
ion
Strategic Goal 6 ::
Cultivate the Workforce + Tools of the Future
26
Cultiv
ate
the
Work
forc
e +
To
ols
of th
e F
utu
re
“The complexity of the maritime industry demands a highly technical work force that collaborates seamlessly across
disciplines. At the Port of Corpus Christi, we are developing a pipeline of talent to supply a diverse and specialized
workforce . . . human capital to drive the Energy Port of the Americas!”
Brenda Reed, PHR, SHRM-CP, Director of Human Resources
27
Objectives Lead 2019 2020 2021 2022
Cultivate the
Workforce + Tools ofthe Future
1 Procure Talent Management System (TMS) software Human
Resources
2 Complete assessment of needs and opportunities for potential UAS applications in Port operations
Planning
3 Update Port's GIS Server (hardware + software) Planning
4 Integrate geospatial analyses to enhance departmental work flow in Real Estate, Engineering, and Environmental
CEO + Legal
5 Update training program (content + schedule) for recurring training of Port Commission Human
Resources
6 Develop template and codification protocol for establishing new organization-wide policy Planning
7 Update full suite of Human Resource policies Human
Resources
8 Achieve 45001 accreditation for occupational health and safety Safety
9 Implement all modules within Talent Management System (TMS) Human
Resources
10 Within 12 months of acquisition of a given module in TMS, develop procedures and implement training for that module for all stakeholders
Human Resources
Cultiv
ate
the
Work
forc
e +
To
ols
of th
e F
utu
re
Strategic Plan 2023 is the latest iteration in the Port’s evolving plan of action for
keeping pace with a booming domestic energy economy and a dynamic global
maritime industry. This plan highlights our focus on developing tools and processes to
help prepare us for the decade ahead.
We see geo-spatial data as the foundation for most planning and operational
decisions, from land use to asset management. To this end, partnerships with local
academic institutions will be crucial to ensure that our decisions reflect best available
information and our designs integrate state-of-the-art technologies.
The rate of technological innovation will increase over the next decade, allowing new
benchmarks in operational efficiency and environmental protection in the port
environment. Our vehicles and vessels will become increasingly connected to each
other and to the infrastructure that supports them. These technologies will both
generate and require massive amounts of real-time information, meaning that the
docks we build may someday include computer control rooms. The role of unmanned
aerial vehicles in port operations will continue to expand, ultimately revolutionizing the
way that we do everything from patrolling our boundaries to auditing tenant activities.
Gains in safety and efficiency realized through increased automation will help us fulfill
our commitment to ever-stricter standards for environmental stewardship. In the face
of local growth pressures and global environmental change, we must—as keepers of
the public trust—help set the standard for low-impact operations.
The Decade Ahead
The US will become a net energy exporter in the coming decade, and the Port
of Corpus Christi will continue to solidify its place as the energy port of the
Americas, even as we contemplate what living up to this moniker may mean by
the middle of the 21st century. Natural gas produced in Texas and exported
through our port will fuel the evolution of the global energy economy. Liquified
natural gas (LNG) will figure ever more prominently in our energy export
portfolio as the expansion of local operations helps propel the United States as
a top global LNG exporter.
As we continue to invest in the infrastructure and talent that will allow us to
make the most of new opportunities in the decade ahead, we are firmly
committed to working with our neighbors to grow by design. As we approach the
end of a full century of leveraging commerce to drive prosperity in the Coastal
Bend and beyond, we renew our commitment to ardently protect the quality of
life in the community in which we live, work, and play.
Onward!
Sean C. Strawbridge Chief Executive Officer Port of Corpus Christi Authority
29
Th
e D
eca
de
Ah
ead
Appendix 1 :: Summary of Past Initiatives
2014 S.W.O.T. Analysis
Strengths Weaknesses
Deep water (and permitted to go deeper) Location - empty hinterland, no local market
Ease of access for shipping lines Land shortage - particularly for liquid bulk docks
Proximity to Eagle Ford shale Heavy reliance on few major customers
Texas business and regulatory environment Facilities - congestion, capacity, age
Organization - nimble with stable, experienced staff Succession (management and staff)
Rail access and infrastructure Competitive compensation
Opportunities Threats
Eagle Ford/Permian shale development Drop in oil price
Potential lifting of export ban and Jones vessel requirement Change in fracking regulations
Spinoff industries - energy users as well as producers Alternative energy transportation - pipeline etc
Mexico oil importation, equipment export Water shortage (potable and industrial)
Panama Canal Potential community opposition
Availability of land away from channel - possible Catastrophic natural events
Pipeline to non-waterfront industrial cluster Exhaustion of Eagle Ford energy resources
Environment - become an environmental leader
31
20
14
S.W
.O.T
. An
aly
sis
32
Su
mm
ary
of P
ast In
itiativ
es
GOALS OBJECTIVES ACTION ITEMS START STATUS
Fund Our Vision
Fund operating budget, Capital Program and strategic opportunities
Develop financial strategy Q3 2014 Complete
Develop Capital Project Management System Q2 2017 Ongoing
Develop performance dashboard Q2 2017 Ongoing
Enhance management of revenue and payments Q1 2017 Complete
Manage business and operational risks
Identify market risks Q2 2015 Complete
Provide Facilities and Services to
Meet Customer Needs
Develop Master Plan and Asset Management Program (AMP)
Develop PCCA facilities vision and Master Plan Q2 2015 Ongoing
Develop Asset Management Program Q3 2015 Ongoing
Provide deepwater and shallow-draft waterways required to support maritime and industrial development
Increase stakeholder understanding of benefits and value in channel improvements Q3 2015 Complete
Develop funding plan for channel development/DMPAs Q3 2015 Complete
Develop long-term plan for channel improvements and dredge material management in addition to Corps requirements
Q2 2016 Complete
Provide public docks & support private facilities to facilitate maritime and industrial development
Develop facilities plan with emphasis on preserving flexibility to respond to market demands Q2 2015 Complete
Upgrade and maintain existing docks and facilities Q3 2015 Ongoing
Plan and develop new docks and mooring areas Q1 2016 Ongoing
Develop process to support private customer projects Q2 2015 Ongoing
Provide surface infrastructure and services to support maritime and industrial development
Support efforts to expand regional water supply available to industry Q4 2016 Ongoing
Lead process of making utilities available to Port-related properties Q3 2015 Ongoing
Continue improvement of rail access to support waterborne commerce and Port-related industry Q3 2015 Complete
Improve vehicular access to support waterborne commerce and Port-related industry Q3 2015 Complete
2014 Strategic Plan Implementation
Sustain Productive Stakeholder
Relationships
Build and sustain productive relationships with all stakeholders
Establish relationship baseline with each stakeholder group Q3 2015 Complete
Create climate of trust, respect and ownership Q4 2016 Ongoing
Publicize and recognize successes Q2 2015 Complete
Manage stakeholders relationships Q2 2015 Ongoing
Operate the Port's facilities in a safe, secure and efficient manner
Address security priorities excluding Sensitive Security Information (SSI) Q1 2015 Complete
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20
14
Stra
tegic
Pla
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ple
me
nta
tion
Foster Compatible
Industrial and Maritime
Development
Proactively pursue diversified Port-related economic development opportunities
Develop multi-year marketing plan for industrial development and increase cargo to/from the Port Q3 2015 Complete
Vigorously assist Port-related industrial prospects in site selection, project planning and development Q3 2015 Ongoing
Identify and pursue general cargo and dry bulk diversification opportunities Q3 2015 Complete
Lead region in developing infrastructure to attract new waterborne commerce and industrial development
Q3 2015 Ongoing
Ensure highest and best use of existing property and facilities
Develop and agree on criteria for "Highest and Best Use" Q3 2015 Ongoing
Develop expanded land use guidance documents Q3 2015 Complete
Acquire and protect land for industrial development and Port-related infrastructure
Develop multi-year plan to acquire and protect properties Q2 2015 Complete
Be an Environmental
Leader
Define environmental standards in partnership with customers
Define environmental standards that PCCA, our tenants, customers, and vendors will adhere to Q1 2016 Ongoing
Develop implementation program for environmental standards Q3 2015 Ongoing
Define compliance verification process and create an annual reporting template/program (Tenant Audit Program, EMS Management Review, Construction Documents, Vendor Selection)
Q3 2018 Complete
Continue to meet and exceed regulatory standards
Implement environmental standards Port-wide Q1 2019 Ongoing
Develop and implement regulatory strategy for future environmental regulations Q1 2016 Complete
Verify compliance annually Q1 2019 Complete
Engage environmental community proactively
Promote environmental leadership message continuously Q2 2015 Complete
Define template for establishing environmental community engagement by project (existing [Bulk Terminal, dredge material placement for next 100 years] and new projects)
Q2 2017 Complete
Active participation in community groups Q2 2015 Complete
Grow Our People to Staff
the Future
Implement comprehensive human resources strategy
Recruit, select and retain the best people Q1 2015 Ongoing
Develop people to achieve their potential Q2 2015 Ongoing
Develop succession planning program Q3 2015 Ongoing
Foster a safe and healthy workplace Develop/Implement comprehensive Occupational Health & Safety (OH&S) management system Q1 2016 Complete
Identify and promote Port safety culture Q1 2016 Complete
Define/Improve incident procedures for employees Q2 2015 Complete
Take Wellness Program to next level Q2 2015 Complete
GOALS OBJECTIVES ACTION ITEMS START STATUS
